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PurposeThe purpose of this study was to explore issues of gender and diversity raised by the 2020 US presidential election.Design/methodology/approachSamples from two populations (n= 667) described either an ideal president or one of the major-party candidates for president (Donald Trump and Joe Biden) or vice president (Mike Pence and Kamala Harris) on an instrument that assessed self-ascribed masculinity and femininity. Androgyny was calculated as the difference between masculinity and femininity; the closer the score to zero, the more androgynous the candidate.FindingsThe ideal president was viewed as androgynous (i.e. balanced in masculine and feminine traits) rather than masculine as in previous studies of presidential leadership. Compared to the White male candidates, Harris, a woman of color, displayed the most androgynous profile. The Democratic ticket represented a "balanced" team, with one candidate (Biden) higher on femininity and the other (Harris) higher on masculinity; in essence, an androgynous ticket. In contrast, the Republican ticket (Trump and Pence) represented a decidedly masculine ticket. Ideal president profiles differed according to respondents' gender and preferred president.Practical implicationsThe Democrats winning the election with an androgynous ticket suggests that a more level playing field for femalevis-à-vismale candidates for political leader roles may be arriving.Originality/valueThe finding of an ideal president as androgynous rather than masculine is an original contribution to the literature on presidential leadership.

Purpose
The purpose of this paper is to examine stability and change in the linkage between gender and managerial stereotypes over a five-decade period.


Design/methodology/approach
Samples from two populations (n = 2347) described a "good manager" on an instrument that assessed masculinity and femininity during each of the past five decades.


Findings
Good-manager descriptions exhibited a decreasing emphasis on masculinity and increasing emphasis on femininity over time, culminating in an androgynous profile, or a balance of masculine and feminine traits, for each population in the most recently collected data.


Practical implications
Although women face systemic barriers in the managerial ranks of organizations, a change in managerial stereotypes to an androgynous rather than masculine profile would represent one less barrier for them to overcome.


Social implications
If managers come to be held to an androgynous standard in their behavior regardless of their gender, there would be a more level playing field for candidates for open managerial positions, rather than one tilted in favor of men.


Originality/value
The analysis of data from samples of the same population types using the same measures systematically over five decades, and the provocative finding of an androgynous profile of a good manager in the most recently collected data, are original contributions to the literature.

PurposeThe aim of this paper is to present a model of the moderating role of emotional self-leadership on the cognitive conflict–affective conflict relationship and their effect on work team decision quality.Design/methodology/approachThis paper draws upon extant theoretical and empirical research on the conflict, leadership and emotions literature works to argue for the role of emotional self-leadership as a boundary condition of the intra-team conflict–work team decision quality relationship.FindingsKey to understanding why cognitive conflict sometimes leads to improved decision quality and sometimes it does not is the role of emotional self-leadership. Through emotional self-leadership, team members can actively anticipate, guide and focus their emotional responses to cognitive conflict and reduce their experience of affective conflict, improving team decision quality.Research limitations/implicationsIdentifying and explaining the moderating role of emotional self-leadership represents important progress for reframing emotion regulation and emotional intelligence into a new theoretical lens that may yield more meaningful insights into self-managed teams' research. If empirically supported, this moderating effect would help explain the contradictory results obtained in prior empirical studies.Practical implicationsPractitioners can diminish or avoid the negative effect of the type of conflict that lowers work team decision quality and preserve the positive effect of the type of conflict that improves work team decision quality by identifying and implementing ways to improve a work team's level of collective emotional self-leadership.Originality/valueThis paper extends the emotions, leadership and conflict literature works into the current research on self-directed work teams' effectiveness by bringing attention to the moderating role of emotional self-leadership and calls for empirical research on this subject.

PurposeThe purpose of this paper is to examine perceptions of the "Ideal President" (IP) and presidential candidates in the 2016 US presidential election in relation to gender stereotypes and leader prototypes.Design/methodology/approachIn all, 378 business students assessed perceptions of either the IP or a particular candidate on measures of masculinity and femininity. Androgyny (balance of masculinity and femininity) and hypermasculinity (extremely high masculinity) scores were calculated from these measures.FindingsThe IP was perceived as higher in masculinity than femininity, but less similar to the male (Donald Trump) than the female (Hillary Clinton) candidate. IP perceptions were more androgynous than in the 2008 US presidential election. Respondents' political preferences were related to their IP perceptions on hypermasculinity, which in turn were consistent with perceptions of their preferred candidate.Social implicationsTrump's high hypermasculinity scores may explain why he won the electoral college vote, whereas Clinton's being perceived as more similar to the IP, and IP perceptions' becoming more androgynous over time, may explain why she won the popular vote.Originality/valueThe study extends the literature on the linkages between gender stereotypes and leader prototypes in two respects. Contrary to the general assumption of a shared leader prototype, it demonstrates the existence of different leader prototypes according to political preference. The hypermasculinity construct, which was introduced to interpret leader prototypes in light of Trump's candidacy and election, represents a valuable addition to the literature with potentially greater explanatory power than masculinity in some situations.

Purpose– Based on extant literature on empowerment and team management, this paper aims to examine the effect of power distance and collectivism on the relationship between empowerment and team performance through the mechanisms of knowledge sharing and intra-group conflict.Design/methodology/approach– This paper conceptualizes a model depicting the relationship between team empowerment and team performance across cultures.Findings– The authors argue that team empowerment can increase both knowledge sharing and intra-group conflict in working teams. Knowledge sharing facilitates team performance, while intra-group conflict impairs team performance in the long run. Team empowerment yields different team performance across cultures due to the respective moderating effects of power distance and collectivism.Originality/value– This paper explicates the moderating roles of power distance and collectivism on the relationship between empowerment, knowledge sharing, intra-group conflict and team performance. The authors suggest that the effectiveness of team empowerment is contingent on the cultural context that the team operates in.